Beruflich Dokumente
Kultur Dokumente
Introduction to
Quantitative Analysis
To accompany
Quantitative Analysis for Management, Tenth Edition,
by Render, Stair, and Hanna
Power Point slides created by Jeff Heyl
Introduction
Mathematical tools have been used for
thousands of years
Quantitative analysis can be applied to
a wide variety of problems
Its not enough to just know the
mathematics of a technique
One must understand the specific
applicability of the technique, its
limitations, and its assumptions
2009 Prentice-Hall, Inc.
12
business.
13
Need for OM
Lots of information, but no decisions.
Enterprise resource planning (ERP) systems and the
Web have contributed to a pervasive information
environment; decision-makers have total access to
every piece of data in the organization.
The problem is that most people need a way to
transform this wealth of data into actionable information
that helps them make good tactical and strategic
decisions.
The role of OM decision methods is to help leverage a
companys investment in information technology
infrastructure by providing a way to convert data into
actions.
2009 Prentice-Hall, Inc.
14
Need for OM
A large nationwide bank is using OM
15
Need for OM
A major retail enterprise is using OM
16
Need for OM
Sears, Roebuck and Company
Manages a U.S. fleet of more than 1,000 delivery
17
Need for OM
OM researchers designed a system to deal with such
18
19
Raw Data
Quantitative
Analysis
Meaningful
Information
1 10
1 11
1 12
step
It is essential to go beyond symptoms and
identify true causes
May be necessary to concentrate on only a few
of the problems selecting the right problems
is very important
Specific and measurable objectives may have
to be developed
2009 Prentice-Hall, Inc.
1 13
Developing a Model
$ Sales
$ Advertising
Schematic
models
2009 Prentice-Hall, Inc.
1 14
Developing a Model
Models generally contain variables
1 15
1 16
Developing a Solution
The best (optimal) solution to a problem
1 17
1 18
in an organization
The impact of actions or changes needs to
be studied and understood before
implementation
tested
1 19
1 20
1 21
analysis approach
Lets look at a simple mathematical
model of profit
Profit = Revenue Expenses
1 22
1 23
1 24
Bagels R Us
Assume you are the new owner of Bagels R Us and you want to
develop a mathematical model for your daily profits and
breakeven point. Your fixed overhead is $100 per day and your
variable costs are 0.50 per bagel (these are GREAT bagels). You
charge $1 per bagel.
- Fixed Cost
- (Variable Cost/Unit)
(Number Sold)
1 25
Breakeven Example
f=$100, s=$1, v=$.50
X=f/(s-v)
X=100/(1-.5)
X=200
At this point, Profits are 0
2009 Prentice-Hall, Inc.
1 26
1 27
or
0 = (s v)X f
Fixed cost
(Selling price per unit) (Variable cost per unit)
2009 Prentice-Hall, Inc.
1 28
Fixed cost
(Selling price per unit) (Variable cost per unit)
2009 Prentice-Hall, Inc.
1 29
Examples
1. Selling price $1.50, cost/bagel $.80,
1 30
Examples
Seeing a need for childcare in her community, Sue decided to
launch her own daycare service. Her service needed to be
affordable, so she decided to watch each child for $12 a day.
After doing her homework, Sue came up with the following
financial information:
Selling Price (per child per day) $12
Operating Expenses (per month)
Insurance 400 + Rent 200 = Total OE $600
1 31
Examples
Applying the formula, we have:
$600/($12-$4) = 75
She has to have a total of 75 children in her program over
the month to breakeven.
If she is open only 20 days per month then she needs
75/20=3.75 children per day on the average.
Expenses per month $600 + 75*$4.00 = $900
Revenue per month 75*$12 = $900
1 32
formulate problems
Models can give us insight and information
Models can save time and money in
decision making and problem solving
A model may be the only way to solve large
or complex problems in a timely fashion
A model can be used to communicate
problems and solutions to others
2009 Prentice-Hall, Inc.
1 33
based on probabilities
1 34
decision support
system for use in
POM and QM
courses
menu of
quantitative
models
Program 1.1
2009 Prentice-Hall, Inc.
1 35
Program 1.2A
2009 Prentice-Hall, Inc.
1 36
Program 1.2B
2009 Prentice-Hall, Inc.
1 37
Program 1.3A
2009 Prentice-Hall, Inc.
1 38
Program 1.3B
2009 Prentice-Hall, Inc.
1 39
Program 1.4
2009 Prentice-Hall, Inc.
1 40
Program 1.4
2009 Prentice-Hall, Inc.
1 41
Developing a model
Fitting the textbook models
Understanding the model
2009 Prentice-Hall, Inc.
1 42
Developing a solution
Hard-to-understand mathematics
Only one answer is limiting
1 43
Implementation
Not Just the Final Step
Lack of commitment and resistance
to change
Management may fear the use of
1 44
Implementation
Not Just the Final Step
Lack of commitment by quantitative
analysts
An analysts should be involved with
1 45